SFE Capability Programme. Is there a future for Capability Development in Africa? Brian Fenton Director Aspira?on

Transcription

1 Is there a future for Capability Development in Africa? Brian Fenton Director Aspira?on So@ware

2 Automa?on Restructuring Employee Benefit Reduc?on Shared Services Centre Open plan offices Video Conferencing CuHng out the middleman

3 Trend Convergence High Costs No of Employees Low Competition Cost Leadership Time

4 Unpaid Internships Working Capital Op?misa?on (120 Days) Shrinkfla?on Freezing Infla?on Increases for Contracts Price Collusion Youngsizing Stealing Ideas Unpaid Leave over Christmas

5 500ml to 440ml at the same price? "We re rethinking many of our drinks and package sizes around the world to reduce calories and sugar and reflect the changing tastes and dietary preferences of our consumers."

6 Levels of employment Number of Consumers Companies well managed. Profitable Employee levels appropriate Con?nuous Cost Leadership Ini?a?ves Greed? Companies (and Parastatals) poorly managed Ethical Threshold

7 High Trend Convergence Costs/Number of Employees Amount of Work Per Employee Hours Worked By Employees Loyalty Skilled Staff Turnover Focus of Cost Reduction Low Timeline

8 Trend Convergence High No of Employees Time available For Training Low Technical Skill Levels Technology & Automation Focus of Cost Reduction Timeline

9 Why the Knowledge Worker is cri?cal in today s World Fla]ened Structures Execu?ve Manager Employee Technology

10 Low economic growth Means more cost pressure Which means less but more highly skilled people Who have less time for training But have more to learn At a faster pace And who may soon leave

11 Trend Convergence High Organisational HR Support Low Focus on Cost Reduction Timeline

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13 We don t have Employees in our organisa?ons

14 Future Model 5 days Rate of Competence Trg Days Acquisition Trg Cost as % of Payroll 4%

15 3 Key focus areas 1. Build Line Accountability for HR Management 2. Use Technology to Introduce Line HR metrics 3. Drive a demand for learning and performance

16 3 Key focus areas 1. Build Line Accountability for HR Management 2. Use Technology to Introduce Line HR metrics 3. Drive a demand for learning and performance

17 What is missing? Strategic Partner Develops and aligns strategies with the business Assists line managers in solving organisa?on, people & change related issues Contributes to management team s strategic decision making Fosters system thinking, customer focus Strategically manages workforce development

18 Strategic Partner Develops and aligns strategies with the business Assists line managers in solving organisa?on, people & change related issues Contributes to management team s strategic decision making Fosters system thinking, customer focus Strategically manages workforce development

19 This is what I m not seeing A key strategic Role of the HRBP in organisa?ons is to facilitate management accountability for people management.

20 How most managers view their accountability for coaching and assessing their employees and taking ownership of people management and development The Pizza represents your job Each slice is a different focus for the job You are under pressure to eat all the slices The ice cream dessert represents HR and capability building ac?vi?es. You will eat the desert once you have finished the main course (Pizza) providing you are s?ll hungry enough If not you will leave the dessert

21 3 Key focus areas 1. Build Line Accountability for HR Management 2. Use Technology to Introduce Line HR metrics 3. Drive a demand for learning and performance

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24 3 Key focus areas 1. Build Line Accountability for HR Management 2. Use Technology to Introduce Line HR metrics 3. Drive a demand for learning and performance

25 What is worse than not knowing your job? Not knowing that you don t know!!!

26 Utilises diversity knowledge to approach and manage customers and staff in an acceptable and appropriate manner Continually evaluates the quality of relationships with customers to build, repair or grow relationships Communicates in a warm, impactful and professional manner Easily builds rapport with others and maintain relationships through personal contact and interest. Addresses escalated concerns or complaints timeously Discuss the diverse nature of your customers and explain how you would change your approach to manage customer and staff in an acceptable and appropriate manner. When approaching your customers what are the most important aspects you need to consider and how does this differ from customer to customer? Explain using examples how you deal with different personalities. Demonstrate how to communicate in a clear and logical manner and explain why this is important when talking to customers and other stakeholders. Discuss the importance of empathy in order to understand others that you relate to on a day to day basis. How does empathy help you to build relationships? Discuss how you would change your approach depending on the type of customer that you interact with.

27 Individual Competence Maturity Model Senior Management Dialogue Dialogue Innovator Middle Management Supervisory Hierarchy Maturity SME Skilled Assessment Assessment Shop Floor New Employee Most Effec?ve Learning Methodology

28 We learn more by talking than we do by listening

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